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035 _a(OCoLC)868150799
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082 0 0 _a658.4/012
_223
049 _aMAIN
100 1 _aCampbell, Andrew,
_d1950 August 3-
245 1 0 _aStrategy for the corporate level :
_bwhere to invest, what to cut back and how to grow organisations with multiple divisions /
_cAndrew Campbell, with Marcus Alexander, Michael Goold and Jo Whitehead.
264 1 _aChichester, West Sussex, United Kingdom :
_bJohn Wiley & Sons, Ltd,
_c2014.
300 _a1 online resource
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
500 _aIncludes index.
588 0 _aPrint version record and CIP data provided by publisher.
504 _aIncludes bibliographical references and index.
505 0 _aCover; Title page; Copyright page; Contents; Preface; Acknowledgements; PART I: Introduction and History; Chapter One: Strategy for the Corporate Level: Summary of the Main Messages; Blacklock; Portfolio strategy; Business logic; Added value logic; Capital markets logic; Management (or parenting) strategy; Chapter Two: Some History: From Boston Box to Three Logics that Drive Corporate Action; The professional management school; General management skills; The concept of strategy; Problems with resource allocation; The portfolio planning school; The growth share matrix.
505 8 _aThe GE or McKinsey matrixProblems with portfolio management; 1980s: Back to basics; Value-based planning; The synergy school; Stick to the knitting; Problems with synergy; The return of synergy; Core competences; The capital markets school; Towards a synthesis; Dominant logic and management style; Resource theory; Parenting advantage and adding value; Practitioners; International strategy; Conclusions; PART II: Portfolio Strategy: Where to Invest and What to Avoid; Chapter Three: How to Find Good Businesses and Avoid Bad Businesses; Market profitability; Competitive advantage.
505 8 _aWeak businesses in attractive marketsStrong businesses in unattractive markets; Growth; Size; What to plot in the matrix; Chapter Four: How to Make Businesses More Successful; What is value?; The cost of corporate headquarters; The heartland matrix; Using the heartland matrix to guide strategy; Combining the heartland and business attractiveness matrices; Chapter Five: How to Buy Low and Sell High; Are there good reasons why capital markets might misprice this business?; The number of buyers and sellers; The characteristics of buyers and sellers.
505 8 _aDifferences in the information available to buyersDeal process; Do you have the superior insight and capabilities required to take advantage of any mispricing?; Does the financial analysis suggest that the level of mispricing is significant?; Fair value matrix; Using capital markets logic proactively; Chapter Six: Making Decisions about Where to Invest and What to Avoid; Decision making when logics conflict; You can add value but the business is unattractive; Attractive business where you do not add value; Attractive, heartland businesses which are overpriced.
505 8 _aUnattractive businesses you own, where you are subtracting value, but which can only be sold at below NPVRunning the numbers; PART III: Ways of Adding and Subtracting Value from Corporate Headquarters; Chapter Seven: Ten Sources of Value from Direct Influence; People decisions; Strategies; Targets; Performance management; Policies and standards; Relationships; Technology or products; Expertise; Brand; Financial engineering; Vertical value mirages; When added value is real; Chapter Eight: Nine Sources of Value from Coordinating across Business Divisions; One face to the customer; Cross-selling.
520 _aA revised edition of the bestselling classic This book covers strategy for organisations that operate more than one business, a situation commonly referred to as group-level or corporate-level strategy. Corporate-level strategy addresses four types of decisions that only corporate-level managers can make: which businesses or markets to enter, how much to invest in each business, how to select and guide the managers of these businesses, and which activities to centralise at the corporate level. This book gives managers and executive students all the tools they need to make and review e.
590 _aJohn Wiley and Sons
_bWiley Online Library: Complete oBooks
650 0 _aMultiproduct firms
_xManagement.
650 0 _aDiversification in industry.
650 0 _aStrategic planning.
650 6 _aEntreprises multiproduits
_xGestion.
650 6 _aDiversification (�Economie politique)
650 6 _aPlanification strat�egique.
650 7 _adiversification.
_2aat
650 7 _aBUSINESS & ECONOMICS
_xIndustrial Management.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xManagement.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xManagement Science.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xOrganizational Behavior.
_2bisacsh
650 7 _aDiversification in industry
_2fast
650 7 _aStrategic planning
_2fast
758 _ihas work:
_aCorporate-level strategy (Text)
_1https://id.oclc.org/worldcat/entity/E39PCFBtCCQDvYYCffb9Db6c8C
_4https://id.oclc.org/worldcat/ontology/hasWork
776 0 8 _iPrint version:
_aCampbell, Andrew, 1950 August 3-
_tStrategy for the corporate level.
_dSan Francisco, CA : Jossey-Bass, 2014
_z9781118818374
_w(DLC) 2013050104
856 4 0 _uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9781119208013
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